Local and Regional Competitiveness Project

Transcription

1 This Trust Fund is funded by the European Union EU Local and Regional Competitiveness Project This Trust Fund is administered by the World Bank Local and Regional Competitiveness Project TERMS OF REFERENCE CONSULTANT FIRM FOR DEVELOPING DESTINATION MANAGEMENT PROCESS LOCAL AND REGIONAL COMPETITIVNESS PROJECT ( ) Grant No.: TF0A1779-MK Background The Project Development Objective of the Local and Regional Competitiveness Project (LRCP) is to enhance the contribution of tourism to local economic development and improve the capacity of the Government and public entities to foster tourism growth and facilitate destination management. LRCP is a four-year investment operation financed with a grant from the European Union (IPA II), and managed as a Hybrid Trust Fund, consisting of four components. LRCP is based on a holistic approach to tourism development and destination management and will provide investment funding and capacity building to support sector growth, investment in destinations, and specific destination prosperity. Project components: Component 1: Technical assistance for tourism development Component 2: Strengthening destination management and enabling environment Sub-component 2.1: Central level capacity, coordination, and policy Sub-component 2.2: Destination Management Component 3: Investment in tourism-related infrastructure and linkages at destinations Sub-component 3.1: Infrastructure investments Sub-component 3.2: Grants for enhanced tourism service-delivery and local economic impact Component 4: Strengthening project management At the central government level, the project will enhance the business environment, public-private dialogue, and strategic planning for the sector (Sub-component 2.1). At the regional and local levels, LRCP will support selected tourism destinations in the country through a combination of technical assistance to improve destination management (Sub-component 2.2), infrastructure investments (Subcomponent 3.1), and investments in linkages and innovation (Sub-component 3.2). Expected key results of the project: Additional private sector investment generated in tourism-related activities at beneficiary destinations; An increase in the number of tourism-related jobs created at beneficiary destinations; Reforms implemented that were identified through a consultative public-private dialogue destination management process;

2 Objective of the assignment The component 2 will support implementation of activities to enhance tourism development at the central level and at the destination level. At local level among others it will include the following: - Building of destination management capacity in the 10 destinations participating in the project, in order to more effectively manage tourism development and provide greater impacts for local people. This component will provide support through technical assistance. Destination management will be improved through an approach centered on public-private dialogue (PPD) with key stakeholders (including tourism businesses and tour operators, municipalities, centers for regional development, NGOs, local service or skills development institutions and others) in the destinations. In order to support these activities the LRCP intends to contract a consulting firm to support the development of a destination management process in the selected destinations, working hand-in-hand with a number of independent experts (including destination management experts) as part of a broader team. The primary role of this firm under these ToRs is the facilitation, communication and support to a management process. The firm is expected to provide support over a two-year period, throughout different phases of implementation. The phases have been laid out in more detail below: Phase 1: Introduce concept of destination management For some destinations the concept will be new, for others it will be well advanced and familiar. The firm has a role to ensure that all destination stakeholders are communicated with effectively to introduce or expand on the concept, its objectives, various approaches and associated activities. The firm is expected to work with relevant specialists provided by LCRP in this regard. This phase also includes support to the PIU in stakeholder mapping, and working with other members of the LRCP to develop communication material and design a system of effective roll-out. At the end of this phase, stakeholders at all destinations should be mapped, made aware of the concept of destination management and LRCP s role in supporting its development and should have provided a good level of information on the existing processes and systems in place already. Phase 2: Using a destination management process to define priorities The firm will facilitate a process by which the destination development plans are introduced, refined and adopted at destination level (in manageable phases). Specifically, this includes facilitating (in conjunction with experts) a decision on each destination s vision, and defining destination goals and targets. It will also include the facilitation of a process to prioritize the gaps/actions in the development plans. It is likely that a core stakeholder group the destination secretariat or working group will play a key role in leading these decisions and the firm is expected to have also facilitated or supported the formation of this group. On behalf of the secretariat or group the firm will also provide advice and guidance on regularly communicating progress (especially on key decisions and emerging issues) to wider stakeholders through the most appropriate means (for example, regular notice board on a website, local media etc). At the end of this phase, a decision-making stakeholder group will have been formed, and the destination development plans will have been completed and adopted (with vision and prioritized actions). Phase 3: Supporting on-going implementation of the development plans through destination management process The firm will work with the destination working group and wider LCRP team/experts to define a set of guidelines for on-going implementation of a destination management process, including communication, advocacy etc. This will look at the management functions the destination identifies as important, roles, responsibilities and actions to ensure progress is being made over time. It will be important to be able to show and demonstrate results of the process so each destination needs to consider how to measure this and communicate it. The firm will be responsible to facilitate this on-going process. Phase 4: Support the creation (if appropriate) of one/two pilot formal destination management structures

3 With varying governance options from fully private to fully public, some destinations may choose to adopt a more formal structure to support the destination management process. The firm and wider team will support a decision depending on size/scale/ ambition/ funding factors. It is important that destinations selfdetermine, and where appropriate build on existing structures or processes. The firm may then also provide a particular destination with tailored advice on staffing, legal status, structure, reporting, financing, business plan, etc. The support and training would vary by destination, based on each destination s needs. Roles in executing this work This work described in the phases above will be carried out by a combination of different actors as described below: Facilitation firm (this ToR) hired by the PIU to manage the overall smooth delivery of this entire component and process. This firm will be responsible for day-to-day interaction with all stakeholders, organizing meetings, events and workshops, facilitating all discussions, communications, negotiations and public private dialogue (PPD), building destination-level trust and ownership and reporting to all other members of the broader team. The facilitators will help destination stakeholders understand their common objectives and assists them to plan how to achieve these objectives; in doing so, the facilitators will remain neutral, and will have no decision-making authority, but help a group improve the way it identifies and solves problems, makes decisions and effects change. Destination management specialist consultant hired by the World Bank Group as an experienced technical advisor on the process, this individual is required to provide general technical oversight to the process, and produce specific technical deliverables (e.g. destination management training presentations) to support the Facilitation firm, PIU, and other stakeholders as applicable. Project Implementation Unit (PIU) responsible for overall management and supervision of LCRP s Component 2, 3 and 4. The PIU has already begun some parts of this work, for example stakeholder mapping and will participate directly in some of the key steps in this process, as well as provide general supervision. Under the government, the PIU reports to the Cabinet of the Deputy Prime Minister for Economic Affairs (CDPMEA). LRCP also has a Steering Committee composed of various government institutions with mandates in the tourism sector (e.g. Agency for the Promotion and Support of Tourism, Ministry of Economy, others). World Bank Group will provide some (high-level) supervision and monitoring of this work, as well as specific technical expertise where appropriate (notably on public-private dialogue and the presentation of analysis done at the destination level to date). The WB specialists will be available to present the market analysis, value chain analysis, and development plans at meetings, as well support with the visioning exercise and prioritization process in order to complete the development plans. As destination management is closely related with PPD, the Consultant firm will also work closely not only with the PIU staff but also with the PPD specialist and tourism specialists from the World Bank. The WB specialists will provide guidance on good practices in destination management and PPD. The first inputs have been provided in the form of technical notes. The WB specialists will also be available to present the market analysis, value chain analysis, and development plans at meetings, as well support with the visioning exercise and prioritization process in order to complete the development plans. These meetings should be scheduled with the WB team and the dates discussed with substantial advance notice. The facilitators will help destination stakeholders understand their common objectives and assists them to plan how to achieve these objectives; in doing so, the facilitators will remain neutral, and will have no decision-making authority, but help a group improve the way it identifies and solves problems and makes decisions. Scope of services The Consultant firm should conduct all activities necessary to achieve the four phases outlined above. Specific tasks include:

4 Develop a detailed road map or implementation plan for all of the work foreseen in this ToRs that will serve as the guide for roll-out of destination management processes cross 10 destinations for the next two years. It should include a strategy for exit that shows how destination management processes will be sustainable without the support of the firm s services going forward. This transition should be initiated while there are still 6 months left on this firm s contract. Complete the Stakeholder mapping prepared by the PIU at all ten destinations, mapping their interest and influence/power according to best practice; Support the PIU and other team members (for ex: the marketing firm for Visibility and Promotion Campaign) in developing effective communications and training around destination management to raise awareness and stakeholder understanding, and support the destinations with developing and managing effective communications at the destination level. Complete a report that demonstrates what destination management processes or structures (informal or formal) already exist at the destinations and provide analysis on how they are currently working. This may include benchmarking between destinations and with good practices, and assessing local government interest, capacity and willingness of key municipalities to engage in the destination management process Run regular (suggested at 6 month intervals) mobile or ICT-based surveys at the destination level to raise awareness of the destination management work in general, and gather feedback on specific, targeted issues (such as up-coming decisions or prioritizations). Audiences should be random samples of appropriate stakeholder groups, depending on the nature of the feedback sought. Organize and run workshops, seminars, and other types of meetings with stakeholders at all levels, as required, providing technical and operational preparation (meeting venue, posters, equipment, projector, computer, flip chart, etc.); o Introduction to the topics of the workshops/meetings, moderating with the sessions, initiating active participation and discussion, achieving previously set objectives for the workshops; o Prepare documents of workshops (minutes of meeting, lists of participants, invitations, etc.); Develop a set of guiding principles for the formation of a core stakeholder group that can make decisions on behalf of the destination (informed by the stakeholders mapping (champions, influencers etc) and together with the PIU assist in defining this stakeholder group for each destination Facilitate decisions in each destination that will complete the Development Plans; complete a visioning exercise for the destination, set SMART targets/goals and prioritize gaps/actions going forward. This work will be done with technical support (content) from LCRP team using the market segmentation, value chain analysis, and development plans produced by the WB team as inputs; Support the development and dissemination of a set of operational guidelines (can be adapted for each destination) to guide implementation of a destination management process, and work hand-inhand with the core group of stakeholders to implement the process. The development of the manual will be done in conjunction with technical experts provided through LCRP and WBG. The guidelines or manual should clearly show how the process will operate in practice, different roles, responsibilities, key functions, timelines and outcomes, together with associated costs and available resources. The guidelines will also show reporting, monitoring and communication functions. Coordinate with the marketing firm responsible for visibility and promotional campaign for promoting LCRP activities at local level. Provide a readiness assessment of each destination (if they request to be included) for a more formal destination management structure (e.g. DMO). Provide tailored advice to destinations on staffing, legal status, structure, reporting, financing, business plan, etc (with technical support from LCRP team) if a decision is taken to support formalization of the destination management process. Professional Requirements/ Qualifications of the firm:

5 The Consultant firm should have at least 5 years of proven experience in providing successful facilitation /moderation services for stakeholder engagement in both the public and private sectors in Macedonia in at least 3 projects funded by EU, World Bank and/or other donors; The Consultant firm should provide evidence of a proven track record in organization and conducting of events (meetings, conferences, round tables, trainings etc.) with supporting evidence from the clients and also a list with contact information of clients for successful completion of previous projects of a similar nature The Consultant firm should have proven successful experience of working inclusively with both public and private sector in complex multi-stakeholder environments The firm should have proven experience working at the local and regional level The firm should have a positive track record of managing public-private dialogue, particularly in securing outcomes and objectives from the dialogue; The Consultant Firm should have expertise in running mobile-based or ICT enabled surveys The firm should have strong experience in stakeholder mapping techniques and best practices The Consultant firm should have proven experience in providing advice to organizations in structure, management and set-up in Macedonian context The Consultant firm should have proven experience working in the field of tourism The selected firm should confirm availability of experts in the following areas. Bio data/cvs of individual key experts are not required for the purpose of expressions of interest, just confirmation of availability of required experts. A. Specialist for tourism B. Facilitation/Moderation specialists C. Capacity building and business development specialist D. Stakeholder analyses specialist Deliverables and Reporting Detailed road map or implementation plan for all of the work foreseen in this ToRs Completed stakeholder maps and corresponding analysis for all ten destinations Report on existing destination management practices and analysis for all ten destinations Set of guiding principles for the formation of a core stakeholder group Defined core stakeholder group at each destination, and training on destination management facilitated; Destination vision, targetsand priority gaps defined for each destination; Operational Guidelines developed (and adapted) for a DM process in each destination Regular meetings scheduled, regularly updated communications materials (e.g. websites), advocacy papers positioned (as necessary) and all other day-to-day operational activities supported as per the Operational Guidelines; Bi-monthly reports summarizing DM activities Final report including lessons learned. Duration of the Assignment The Consultant Firm will be contracted over two-year period of time to complete the work. The Contract will be lump sum and payments shall be based on deliverables.